In a survey called "The coming entrepreneurial revolution" in The Economist ofDecember 25, 1976, Norman Macrae argued that "methods of operation in business are going to change radically in the next few decades, in a direction opposite to that which most businessmen and nearly all politicians expect". The survey aroused enthusiasm and infuriation in almost equal measure, with invitations to lecture in more than 20 countries. Today Macrae updates his views on management methods that can make even lousy businesses profitable, and those that are driving tighter organizations to the wall....

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According to Zappos executives, the move is an effort to keep the 1,500-person company from becoming too rigid, too unwieldy and too bureaucratic as it grows.

“As we scaled, we noticed that the bureaucracy we were all used to was getting in the way of adaptability,” says Zappos’s John Bunch, who is helping lead the transition to the new structure. The company has become a force in online shopping as it expanded beyond shoes into apparel, housewares and cosmetics. Amazon, which acquired it in 2009 for $1.2 billion but allows it to be run as a mostly independent unit, does not break out sales for Zappos.

The holacracy concept is the brainchild of management consultant Brian Robertson, a serial software entrepreneur who says he launched the idea after realizing he was “more interested in how we worked together” than in his own job. The concept has a couple of high-profile devotees — Twitter cofounder Evan Williams uses it at his new company,Medium, and time management guru David Allen uses it run his firm — but Zappos is by far the largest company to adopt the idea.

At its core, a holacracy aims to organize a company around the work that needs to be done instead of around the people who do it. As a result, employees do not have job titles. They are typically assigned to several roles that have explicit expectations. Rather than working on a single team, employees are usually part of multiple circles that each perform certain functions.

In addition, there are no managers in the classically defined sense. Instead, there are people known as “lead links” who have the ability to assign employees to roles or remove them from them, but who are not in a position to actually tell people what to do. Decisions about what each role entails and how various teams should function are instead made by a governing process of people from each circle. Bunch does note, however, that at Zappos the broadest circles can to some extent tell sub-groups what they’re accountable for doing.

what question in addition to what would the world uniquely miss if we ceased to exist - do all employees have an equal right to discuss on the homepage ; how does a market of do nows get shared across disciplines and beyond any hierarchy? what are the internal entrepreneurial rewards and commiserations if someone volunteers to fast test how to implement a do-now? does a company that charters its most purposeful brand want to see its most sustainable partners charters too? how can seamless service only evolve with context specific goodwill audits; if intangibles are the largest compound driver of your sector, is the goodwill audit led with the same frequency as any other financial audit?

.Case of Bosses who lose all -in 2000 I advised Abderson that goodwill auditing's simplest difference is it is based on value multiplication not value addition- take the case of a boardroom that is rapidly increasing value oif busienss stakeholders by billions of dollars a year whiloe reducing value to socdiety to nothing; tangible accounting in non transparent places uses addition whereas intagible accounting uses multiplcation - the different bfuture condequences - if addition is correct organistions increases its multibillion dolalar busienss valuation even as it destroys its purspoe for society; if multiplicatiuon is correct , when society lses all trust in the organsiatiuon it zeroises its brand- Anderson didnt belive in the maths of multiplication and thuse destroyed the whole firm once valued to be hi-tech corpotaions leading auditor and general managey consultant..

goodwill auditing can also be applied as a public game where citizens massively and openly value their nation's future in specific trillion dollar market sectors - its action learning mode also offers a simple literacy curriculum used wherever schooling systems consider introducing entrepreneurship from K to 12 in order to maximise job creation and youth livelihood celebrations

Dad (Norman Macrae) created the genre Entrepreneurial Revolution to debate how to make the net generation the most productive and collaborative . We had first participated in computer assisted learning experiments in 1972. Welcome to more than 40 years of linking pro-youth economics networks- debating can the internet be the smartest media our species has ever collaborated around?

1972: Norman Macrae starts up Entrepreneurial Revolution debates in The Economist. Will we the peoples be in time to change 20th C largest system designs and make 2010s worldwide youth's most productive time? or will we go global in a way that ends sustainability of ever more villages/communities? Drayton was inspired by this genre to coin social entrepreneur in 1978 ,,continue the futures debate here